Business Partner Finance

Division
Department
Sub Department 1
Job Purpose
Drive business partnering efforts to achieve topline, bottom-line & other business objectives while maintain high governance standards
Key Accountabilities (1/6)
Drive business partnering efforts to achieve topline, bottom-line & other business objectives while maintain high governance standards
Facilitate discussion and presentations to CEO on:
Topline & EBITDA achievement plan
Annual Targets/Budgets/Forecast for the Business Performance
Drive agenda on Profitable growth for Business through better pricing, Improved Product Mix, Cost Optimisation (through Supply Chain Optimisation, Raw Material & intermediates reduction), etc
Drive the monthly performance vs Budget/Management Expectations, highlight variances along with discussion on plans to achieve Budget & Management Expectations
Lead LBE discussions with the Business and Management
Analysing the Product mix to optimise bottom-line
Drive receivables management for faster recovery
Key Accountabilities (2/6)
Drive business process simplification (including automation) and implement Financial controls to ensure rock solid foundation of the business
Lead the automation of various reports through IT platforms
Drive analytics to capture additional business opportunities & highlight competitive signals
Lead discussion on Business Reimagination with Stakeholders for strategically enhancing business portfolio with efficient use of resources
Ensure implementation of DOA and IFC Framework
Drive the audit process, corrective actions on observation and ensure no repetition of observations by defining and implementing the corrective actions
Key Accountabilities (3/6)
Drive Business Partnering effectively with various stakeholders through proper review and monitoring to ensure key business and finance agenda are executed
Analyse 5 years Strat plan of Business and enable Supply chain team for planning of production capacity
Lead continuous discussions with Business Team to identify strategic molecules (developed & under development) to ensure focused growth in long term
Manage optimum level of working ctal (inventory/debtors) in close co-ordination with business team
Business Partnering
Partner with Business for close monitoring of business health
Participate in finance partnering for organic and inorganic opportunities
Lead pricing on day-to-day basis and handle partnership with key partners like Teva
Managing business costs and keeping a key tab on investments
Key Accountabilities (4/6)
Partner with Business team & other cross-functional team to achieve Annual target & bring efficiency in operation
Analyse monthly rolling forecast against sales order and gap analysis against budget and discuss the plan to achieve the Annual target
Analysis of Costing & Price and support Business team in pricing decision
Support to sales & Cross functional team for cost optimisationlike analysis of stage wise costing and support in decision making ? make or buy of intermediates
Support Business team in various discussion with customers in terms of agreement, Financial model, agency agreement etc to maximise the revenue and margin of business
Key Accountabilities (5/6)
Partner with Business team & other cross-functional team to achieve Annual target & bring efficiency in operation
Analyse monthly rolling forecast against sales order and gap analysis against budget and discuss the plan to achieve the Annual target
Analysis of Costing & Price and recommending corrective actions
Support to sales & Cross functional team for cost optimisationlike analysis of stage wise costing and support in decision making ? make or buy of intermediates
Support Business team in various discussion with customers in terms of agreement, Financial model, agency agreement etc to maximise the revenue and margin of business
Key Accountabilities (6/6)
Enable inorganic opportunities to fuel business growth with the right fit
Drive valuation & financial diligence for inorganic opportunities
Ensure strategic fit to overall business and Strat plan
Drive post deal monitoring and performance evaluation process
Major Challenges
Challenge dealing with multiple internal and external stakeholders and coordinating with them on different priorities and interests
Overcome by ? Regular (monthly) connects with stakeholders to discuss on issues & agree on next steps
Extremely competitive market combined with one-off opportunities leading to high variations in top line and bottom line
Overcome by ? Various key projects like Pricing, Cost Optimisation and IPD projects
Prioritising work while handling multiple strategic projects and urgent operational issues
Overcome by ? Building a talent pool in the team & delegation
Key Interactions (1/2)
Finance Leadership Team ? Monthly reviewing Profit & Loss Statements; Monthly Receivables; MonthlyControllers Forum; Monthly Global Finance Committee to discuss exceptions and approvals if any;
CEO & Management Committee ? Monthly update on Business performance in Monthly Focused Sales Call (MFSC) & Monthly Operating Review (MOR)
Audit Committee Presentation on Audit observations (if required), special projects, etc Global CFO ? Update on Finance (Monthly), Update on People Agenda, Monthly update of Business performance, Exception approvals (as and when required)
Business Team ? Daily/Weekly for Performance & operational discussions, implementation of various key initiatives, any exception approval required by them
IPD Team ? (Monthly)Cost Reduction Projects, New projects
Supply Chain Team ? S&OP for all LBE Discussions (Monthly), Budget Discussions (Annually) & Capacity discussion (need basis) etc
HR Team (as and when required)? Capability Building of Team, Recruitment/Departures, Performance Appraisal & Ratings, R&R, etc
Key Interactions (2/2)
Central FP&A Team ? Discussion of Business Performance and engaging on any queries for the Monthly Operating Review
Costing ? Any new product costing, Analysis of variance of Budget vs Actual (once a quarter/Need Basis for specific requirements)
Internal Audit Team ? Kick off meeting, Closure of Final report and follow up actions to improve processes (six monthly)
Investor Relations Team ? Once a quarter on Presentation of Business
Manufacturing Team ? Discussing on Capacity and reviews
Legal Team ? On Various Agreements (need basis)
M&A Team ? On Business analysis for opportunities of acquisitions
Co-ordination with Internal Auditor to frame scope of Audit & ensure implementation of Audit compliances (quarterly)
Co-ordination with Statutory Auditor on audit compliances (quarterly)
Meetings with External Customers for negotiation or Agreements/Contract review (need basis)
Dimensions (1/2)
Dimensions (2/2)
Key Decisions (1/2)
Setting the targets for and evaluating performance of Business
Mitigating risks and leveraging opportunities for the business
Business case & agreements for inorganic opportunities
Pricing for new molecules and exception approvals
Approval of business case for green field projects and capacity expansions
Approval of spends as per DoA
Approval of New commission agent
Approval of Business Case for any new product launch
Cost savings initiatives (CIP)
Defining Controls to ensure effective processes are in place
Implementation of Automation of various Reports
People related decisions (e g Hiring, separation, development, restructuring, etc )
Key Decisions (2/2)
Annual Budget approval for business
Update on Business Performance
Review of Agreements or Contract to recommend for signing
Recommendations on write-offs, write-backs and provisions
Recommendations on implementation of various finance initiatives
Recommendations for Cost optimisation
Education Qualification
Chartered Accountant/MBA
Relevant Work Experience
57 years of post-qualification experience in Pharma / FMCG Industry
Skills Required Financial Analysis, Communication, Negotiation & Stakeholder/People Management
Experience of Finance Business Partnering with Manufacturing, Sales & Marketing, Accounting & FP&A
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